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| Criterion |  Innovation Double Diamond |  Operations Causal Factor Analysis |  Operations Gemba Walk |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
Purposedifferent | For complex problems with a fuzzy situation, the method cleanly separates search space and decision. It first creates breadth in understanding and then focus in elaboration. This brings open questions, problem definition, and solution path into a traceable movement. | For an event with a complicated course, the method breaks down the contributing factors along the timeline. It shows how conditions, decisions, and reactions together produce a course of events. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. |
Complexitydifferent | Medium | High | Low | High |
Timedifferent | Wochen bis Monate | 2-6 h | 30-120 min | 2-6 h |
Participantsdifferent | 3-12 | 3-10 | 2-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions | Observation Notes, Improvement Ideas | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | ProcessDivergenceInnovation | CausalityIncidentRoot causeTimeline | LeanObservationProcessOperations | Systems thinkingRoot causeConstraintsCausality |